BPM meets virtual reality

During the nineties, I was a fan of a TV series called Wild Palms. It had a sci-fi plot that among many other things, brought the rise of a new media concept, holographic television, leveraged on sitcoms that would bring true reality to our living rooms. A decade later, the movie picture Minority Report, which main character played by Tom Cruise, suffer from the disgust of a son loss, projected over and over in his messy apartment, holograms of small video clips when his son was playing with him when he was a little boy.

On the personal side, holographic input can be seen to combat human anxiety about the sadness of lack of physical touch when people are alone, something that is being amplified as the expansion of globalisation and communications technology that displace us from face to face interaction. On the business side, it opens new opportunities for innovation, particularly in an era where we are suffering from the Everything as Everything disorder.

Everything as Everything disorder can be characterised to try engineer in a single system the full multitude of agents and their behaviour that constitutes complex adaptive systems, full of communication flow, natural selection, adaptation and evolution that are part of origins of our existence. This disorder is blooming to a point that some that say the next enterprise architecture frameworks are going to be tailored by Internet of Things.  During a period of time, where options were scarce, frameworks like TOGAF could provide guidance to design enterprise architecture, but with the possibilities that are unfolding, the classic exercises of building the architecture blocks will prove to be impractical, because they cannot cope with the variety of constantly changing information systems requirements. Enterprise Architecture will step forward to a strategic level, helping companies to shape transformation initiatives, while on the operational side, self-organisation will emerge as a way of continuously deliver business change. This only possible if you as a manager inspire all the capacities of your employees. Creating goals that employees believe in and are passionate about it. Running organizations where everyone is a manager a leader and a servant.

Microsoft broke the boundaries when it introduced Hololens, bringing virtual reality as a new way to work and interact with information in a holographic platform. Google took the first steps a couple of years ago when brought Glass to the market and will probably pursue next advances as I understood the Glass project was a new way to perfect a product in a controlled closed market environment with their selected by invitation only customers.

An holographic platform abstracts what the humans always struggle against it: the rigidity of a computer interface and user experience that was designed based on the constraints of the technology used to support work. How many of you fight against non-sense clicks, user space we could not change or a sequence of steps that contradicts the way we want to work because the IT system did not allow it? A holographic platform, breaks all the rules how people access information, collaborate, design their own working environment that fits their needs. It becomes a fully personal working experience. It is possible to create the Process of Me, no more links and tights to process definitions to dependencies of application architecture and interfaces, It becomes a truly natural working experience where workers collate, manipulate, share embed information, augment knowledge where every single objected is linked and related to construct the workers storyboard, automatically.

Break the rules, create your blue ocean and seize of the innovation opportunity

Ross Brown took a huge step ahead when he introduced 3D design and simulation. If there is a drawback when a team is trying to improve operations is the inability to learn to see the results of changes that are being introduced in regards to space dimension. Design thinking techniques brought and advance on the possibilities to see and imagine operations on top of the cold simulation tools, but there is a difference between imagining a discrete set of role-play cards and watch and feel the reality.
We are towards the blend of personal and business interaction. In the near future, there will not be any more distinction between work flows and personal flows, because humans want to have the liberty of defining the way they want work independently of the IT platform system or methodology. It is curious how memory can play some tricks on us, as I stumbled in a short post written in 2011, called Nothing will be the same, where I pointed out:

The user does not need to know how it works. He is sure that will work because cause effect linkage in systems is build-in.

Ontologies providing meaning to the data manipulated thus no one needs anymore to learn the company domain and environment meaning and from it is connected stakeholders because is automatically translated into other business environment.

People will be over connected naturally without the need to request for connection.

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